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Future Shock: Impact of HRMS
Implementation on Existing Non-HR
Modules
Mohan DuttBinita Wagle
Hyperion Solutions CorporationGopal Krishna Anant
L&T InfoTech
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“Future Shock: A personal perception of too Future Shock: A personal perception of too much change in too short a period of timemuch change in too short a period of time.”
Alvin Toffler“Future Shock”
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Presentation AgendaHRMS Implementation – Project Objectives & Scope
HCM Global Framework
Oracle Applications Environment – Existing & Proposed
Changes implemented in Oracle HRMS
Impact of changes on existing non-HR modules
Data Migration and Testing Strategy
Production cutover tasks
SOX Implications
Post Go-Live Issues & Resolution
Lessons Learned - Ways to avoid Future Shock
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Project ObjectivesImplement Oracle HR GloballyEliminate many paper-based processes & transactions— Operational & process efficiencies
Provide direct access and updates to employee data— Manager and Employee Self Service
Improve data reliability and reporting capability— Improved HCM
24 x 7 global system accessBetter support of future growthIntegrated technology platform
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HCM Global Framework
Planning Acquisition Performance Continuity
• Environmental Scanning• Forecasting• Job Design• Organization Design
• Strategic Direction• Goal Setting • Coaching• Feedback/Evaluation
• Data Management• Systems Development• Query and Reporting
• Compensation• Recognition• Benefits
• Policies/Practices• Diversity• Corp Social Responsibility • Employee Communications
Analytics Learning Rewards Culture
• Succession Planning • Career Development• Engagement/Retention• Separation
Enter
• Recruitment/Staffing• Orientation/Assimilation• Integration• Branding
HCM Information Systems
Oracle HRMS Success Factors Learning System Hodes Payroll IntranetKey Transactional Processes and Applications
• Employee/Manager Training• Leadership Development• Organization Effectiveness
Entering Organization
Exiting Organization
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Project ScopeRollout of new technology systems & solutions in support of the HCM Global FrameworkImplement HCM Benefits – Project Olympus: BHQ DirectImplement HCM Performance Management – Project Alison: Success FactorsImplement HCM Phase I – Project Phoenix: Oracle HRMSProject Olympus went live in July, 2006Project Alison went live in August, 2006Project Phoenix went live on November 14, 2006Phase II scope – Oracle Self-Service HR: Manager & Employee
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Oracle Applications Environment
Before HRMS Implementation— Single Business Group— Single Segment Job Flexfield— 55 HR Organizations— 71 Jobs— 124 Locations
Post HRMS Implementation— Single Business Group— Multiple Segment Job Flexfied— 600+ HR Organizations— 720+ Jobs— 149 Locations
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Changes Implemented in Oracle HRMS I
One year history migrated for all active employees and employees within 1 year. Any other termed employees left untouched as they maybe attached to non-HR transactions
History Data
Change from single segment to multi-segment job codesJobs
Identification of persons as Employees and Contingent Workers (CWK). Previously, all persons were entered with person type: Employee.
Person Type
Naming convention changed to include country as prefixLocations
Name changed to include cost center as prefix before organization name. Organizations
ChangesEntity
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Illustration of Typical Key Changes
Chapel Hill, NC USA - Chapel Hill, NCLocationLocation
US South Central Region
9999 - Central Region Consulting - South Central
OrganizationOrganization
Principal Technical Architect
JobJob US SVC 8899
Principal Technical Architect
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Changes Implemented in Oracle HRMS II
Date Track Enabled for HR in Full installed modeDate Tracking
Any looping in the supervisor hierarchy identified to be eliminated, e.g. Chairman’s supervisor. Looping hierarchy not supported by SSHR (AME). One of the candidates for change for Phase II
Supervisor Hierarchy
Employee numbering changed from manual to automatic numberingNumbering Scheme
Contingent Worker Numbers stored in NPW_Number field instead of Employee Number. Custom reports modified to incorporate number change and person_type_id change (from 6 to 13)
Person Numbers
ChangesEntity
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Impact of Changes in non-HR modules
Org Hierarchy modify to include new organizations setupPA: Org Hierarchy
Approval Assignments redefined for the new job codes setupPO: Approvals Assignments
Bill Rate overrides redefined for the new job codes setupPA: Job Bill Rate Overrides
New HR job codes mapped to the PJRM job codesPJRM: Job Mapping
Cost Rates redefined for the new job codes setupPA: Cost Rates
Bill Rates redefined for the new job codes setupPA: Bill Rates
ChangesEntity
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Impact of Changes in non-HR modules
Extra Information for all new Billable Jobs setup for PJRM Delivery Assignments
PA: Jobs Extra Information
Labor cost clearing account for CWK setupPA: Labor Cost Clearing Accounts
Contingent Worker person information updated with Supplier, Supplier site information to enable expense entry
OIE: Contingent Worker Setups for Expense Reports
Rules and SQL modified for new cost center codes and org description
PA: Auto Accounting Rules and SQL
Look up set modified to account for new org descriptions
PA: Auto Accounting Look up sets
Profile Option set to Assignment for viewing current assignment only
PJR: Supervisor hierarchy profile option
ChangesEntity
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Impact of Changes in non-HR modules
CWK would only be eligible to enter expense report if Supplier and Supplier site information is defined for their person records.
CWK: Supplier information
Multiple records for active CWK no longer allowed. Previously, there were multiple CWK records for the same person setup with different person numbers.
CWK: Active Records
Only completed transactions entered before cutover can be processed with a ‘History Supervisor’. In process transactions to be re-entered.
Retro Transactions
Ensure that resources are linked to the correct person id and no duplication in resources de-normalized table
CRM: Resources
ChangesEntity
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Impact of Changes in non-HR modules
Custom concurrent program to create or end-date user was rewritten to account for CWK hire, final processing date etc
FND: User Creation
Multiple assignments for same person number configured instead of creating multiple CWK number for same person with different assignments.
PER: Multiple Records
Corporate Data warehouse extract programs that referenced organizations, jobs and locations were updated to comply with the changed HR data.
Data warehouse Extract Programs
Value Sets referencing country specific custom PO: Approver List updated to reflect new values.FND: Value Sets
ChangesEntity
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Data Migration Strategy I
Freeze creation of new job codes in old HR system 1 month before cutoverNew purchase requisitions not entered 2 weeks before cutoverIn-process requisitions approved 1 week before cutover or re-entered again post cutover.Change in key flexfields require re-implementation of the apps. An unique toolkit was used by our implementation partner who preserved all the referential integrity and the IDs while converting existing person information to the new flexfield structure.One had very few fallout due to code combinations being invalid,supervisor information not converted etc. However, after seven test cycles the conversion was perfect and the production cutover was smooth.
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Data Migration Strategy II
New PO: Approval Assignments were uploaded using Data Loader. Validation scripts ensured correctness of the data and any missing job-approval assignment combination.PA: Job Bill Rate overrides for each project was migrated using custom program.Data Loader was used extensively for other master data uploads or updates, e.g. Organization creation or Location updates. The rationale was that these were one-time setups and no conversion or migration scripts were scope.Only 1 year of historical person data was converted for active employees. There were issues related to processing retro transactions (i.e. transactions before cutover date). It was decided to introduce a ‘History Supervisor’ for all such records to prevent any non-HR transaction processing failure.
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Testing StrategyTesting Oracle HRMS Module— New Hire to Termination Process for Employees and Contingent
Workers (CWK) and all transaction in between the events— Processing with Active employees simulating data conversion
cutover— Processing with Contingent Workers simulating cutover
Testing non-HR Modules— Test all employee-facing modules – iExpense, OTL, iProcurement— Additionally test employee, job, org impacted modules – Payables,
Purchasing, Project Billing, Project Resource Management, CRM Foundation, Inventory, Assets, Order Management
— Test new transactions and retro transactions (retro = transactions before simulated cutover date)
— Test self-service modules functionality to be used by CWK— Test Contingent worker transactions (simulated pre-cutover and
post-cutover) in non-HR modules
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Production Cutover Tasks - I200+ Cutover tasks were classified in four phases as follows:— Pre-migration tasks— System migration tasks— Data migration tasks— Post-migration tasks
Pre-migration tasks included setup and configuration that did not impact the erstwhile production system. Some of the setups completed during this phase were:— Set Key Flexfield Value Sets and Segments— Define DFF segments for Person, Assignment, Job, Org ,
Salary,Termination forms— Define and register Special Information Types (SIT)— Define Lookup types and values— Define Elements, Salary Basis and Link elements and costing— Define Task Flow nodes, task flows, functions, menus, responsibilities— Freeze new employee data creation— Extract all data files needed for migration
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Production Cutover Tasks - IISystem migration tasks included the following among others:— Send shutdown communication and disable end user access — Put all scheduled concurrent programs/interfaces ‘On Hold’— Disable all inbound/outbound interfaces in legacy HR system— Create and validate backup— Lock power user database accounts— Bring back application online— Run Key Reports for all countries
Some of the Data Migration tasks comprised of the following:— Define Key HR Flexfields: Job and People Group— Enable DFF: Person, Assignment, Job, Org ,Salary, Termination— Load Jobs and Organizations— Update Extra Job Information— Define / Update Locations
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Production Cutover Tasks - IIIThe data conversion tasks included the following:— Full Name change — Changing CWK for expanded role— Remove person information from Oracle PER tables— Load person, assignment, address, phone, contacts, salaries, SIT— Update PERSON_ID to the same ID pre-migration
The post-migration phases involved tasks related mostly to non-HR modules:— Load Bill / Cost Rates for all countries— Create PJRM Job Mapping— Modify PA: AutoAccounting Rules and Lookup set changes— Configure setups Contingent Worker— Org Hierarchy changes— PA: Labor Cost Clearing Account setup— Load PA: Job Bill Rate Overrides— Turn on Automatic Numbering for Employees
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SOX ImplicationsSystem and HRMS application security strengthened to conform to SOX controls.Custom HR responsibilities created as per country specific regulations and security requirements.Tools > Examine functionality using FND: Utility Diagnostics profile options disabled.Mercury ITG Change Management tool implemented to maintain and migrate the complete life-cycle of any application changes.Third-party software implementation planned to address Segregation of Duties (SOD) access policiesDatabase access to key HR tables removed. Access limited to custom views where all sensitive fields were masked.All sensitive HR data masked in cloned instances using custom obfuscation program.
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Post Go-Live Issues & Resolution - I
The existing PO: Approval Hierarchy had several positions like “IT Equipment Purchase Approver” and “EMEA Buyer” that were setup as persons. Since the HR information for these were not converted, approvals failed. A value set was created to link a position to an employee and the approval code referenced the value set.Min-Max Requisition Creation process was failing since the requester was a person not defined in the system post-conversion. Min-Max Planning process was rescheduled by Purchasing team.Expense Report Import not working for Employees with Final Processing Date greater than termination date. Oracle has released a patch. Patch is only compatible with ATG.RUP4 and further patching followed by regression testing required to resolve this issue.
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Post Go-Live Issues & Resolution - IIWorkflow Background Processes were put on hold during cutover. Inadvertently, they were not started post-cutover. All scheduled concurrent programs had holds removed.Individual database account didn’t have read access to custom tables. Access were granted after review of all custom objects were conducted.CWK cannot approve requisitions. Enhancement request created.Employee record was created in HR but Oracle user record not created. Existing custom program rewritten to incorporate HR changes like date tracking, final processing date, person type etcLabor cost exception due to incomplete auto accounting setup. HR team had changed the organization description post go-live to match cost center value set description assuming org_id remains unchanged and hence no impact. Autoaccounting was updated to match changed description value.
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Lessons Learned IThe impact of HR implementation on non-HR modules was underestimated. The scope of data conversion for non-HR modules increased manifold with the configurations decided for HR. Instead of APIs, Data Loader was used for some conversions. This required ‘freeze’ of HR data weeks before cutover as well as a longer production cutover time. Please review APIs that can beleveraged as much as possible. Not all inbound and outbound interfaces were identified early enough to gauge the implementation impact. Interface testing thus arrived on the critical path of the implementation when it should have been a parallel activity.The regression testing required for non-HR modules was far greater than the initial estimates.The HR data conversion itself went through several iterations before it was perfect. Most of the fallouts were only noticed when doing non-HR module testing.
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Lessons Learned IIHR: Data Security is of primary importance due to sensitive databeing entered in the system. Greater focus on this area is recommended.In-depth non-HR testing by business users did not go through as many cycles as the HR testing. On hindsight, these cycles needed to be synched for quicker issue resolution.The core-HR implementation team had no bandwidth to address the non-HR impacts. Hence, a separate non-HR testing team is crucial.The “Future Shock” shock handled admirably by the HRIS & ITS team who performed admirably to overcome the monumental hurdles and still go-live on time. Avoid “Future Shock” by planning and estimating impacts on non-HR modules as this suddenly arrives on the project critical path
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Additional ReadingChallenges Implementing Oracle HR/Payroll after Financials – Ken Conway and Bill Straton, OAUG Conference 2000Harmoniously implementing HRMS on top of existing Fin, CRM, SCM modules – Basavraj Loni, OAUG Connection Point 2005Challenges of Implementing HRMS after Financials – A whitepaper by Satyaprakash H.A.Oracle 11i HR/Benefits/Payroll Strategies after Financials – Ken Conway, SCOUAG Conference, 2003Future Shock: Impact of HRMS implementation on non-HR Modules (White Paper) – Dutt-Wagle-Anant-Rogers, Connection Point 2007 (forthcoming)
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